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Developing Talent to Lead the Future

There’s a difference between the capabilities that we need to drive change and the attitudes that we need to develop for our future organisations.

The former is deeply human. Insights from neuroscience are better helping us understand what leadership capabilities make the difference to leading change with other humans.

The latter is deeply cultural. Research into the future of work, generational trends and technological innovations are all influencing our views on what our organisations may become.

Both are being influenced by better awareness and understanding of how we as humans truly want to relate to each other.  To create better futures we need both.

So what are you doing in your organisation?

Identifying and Developing Tomorrow’s Leadership Skills to Drive Business Change

In this afternoons session Helena Moore (Bromford) and Frank Clayton (NG Bailey) both shared how they are developing the leadership skills that they need for the future. Two quite different organisations, styles and presentations which for me just highlighted that for all the practice out there it’s your practice that matters most!

The Bromford story shared by Helena really got into some fascinating themes about the ethos and abilities that they want to nurture for the future. Some of this felt like it was in very near reach such as creating multimedia communicators.  Others felt less simple and further out such as helping leaders become more like life coaches to help employees make better choices around work & life. Some of their developmental themes may not be right for you or your organisation but they are important to Bromford.

The NG Bailey story was probably just as significant but was very much about simplifying the talent development approaches.  Their journey was focussed on making a good practice work well and putting the leadership firmly in charge of identifying and overseeing talent development. The L&D function was there to create the framework and to manage the development process consistently.

The need for simple, structured and rigorous research and L&D practice shines through in both cases. There were some really useful ideas too…

  • Develop leadership behaviours that are the same across all organisational leadership levels but differentiate frequency and strength.
  • Don’t force complexity on the organisation, remembering that it’s their gauge of complexity that matters not your own.
  • In vendor selection, factor in team building exercises to see how vendors work as a team themselves and with others.
  • Think carefully about the consequences and real need to communicate to High Potential staff that they have been classed as HiPos

Talent planning isn’t shaped by external factors but by the factors and dynamics that you plan for. Don’t get lost in the complex or the “shiny”. Invest in the meaningful knowing that every organisation has differing maturities and needs.

Just be sure to develop the capabilities that you need to drive change and the attitudes that you need to develop your future organisations.



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